ISO/DTR 25734

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ISO/TC 228
Secretariat: UNE
Date: 2025-11-242026-01-16
Tourism and related services — Staff training of tourist information
services — Case studies
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ii
Contents
Foreword . iii
Introduction . iii
Scope . iii
Normative references . iii
Terms and definitions . iii
Methodology and overview of selected cases. iii
Methodology . iii
Overview of selected cases . iii
Practices of training needs analysis . iii
General . iii
Overview . iii
Challenges faced during implementation . iii
Initiatives/practices/solutions . iii
Results achieved . iii
Remaining issues or areas for future improvement . iii
Practices of training target audience . iii
General . iii
Overview . iii
Challenges faced during implementation . iii
Initiatives/practices/solutions . iii
Results achieved . iii
Remaining issues or areas for future improvement . iii
Practices of training curriculum design . iii
General . iii
Challenges faced during implementation . iii
Initiatives/practices/solutions (curriculum design) . iii
Results achieved . iii
Recommendations . iii
Practices of training implementation and monitoring . iii
Challenges faced during implementation . iii
Implementation practices . iii
Initiatives/practices/solutions . iii
Results achieved . iii
Recommendations . iii
Practices of assessment and improvement . iii
General . iii
Assessment practices . iii
Recommendations . iii
Practices of resource assurance . iii
General . iii
Challenges faced during implementation . iii
Initiatives/Practices/Solutions . iii
Results achieved . iii
Recommendations . iii
Practices of continuous improvement . iii
General . iii
iii
Challenges faced during implementation . iv
Initiatives/practices/solutions . iv
Results achieved . iv
Recommendations . iv
(informative) Requirements for tourist information consultants . iv
(informative) Public service procedure at the Carmona TIO . iv
Bibliography . iv
Foreword . vi
Introduction . vii
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Methodology and overview of selected cases . 1
4.1 Methodology . 1
4.2 Overview of selected use cases . 2
5 Practices of training needs analysis . 3
5.1 General. 3
5.2 Overview . 3
5.3 Challenges faced during implementation . 4
5.4 Initiatives/practices/solutions . 5
5.5 Results achieved . 6
5.6 Remaining issues or areas for future improvement . 7
6 Practices of training target audience . 7
6.1 General. 8
6.2 Overview . 8
6.3 Challenges faced during implementation . 8
6.4 Initiatives/practices/solutions . 9
6.5 Results achieved . 14
6.6 Remaining issues or areas for future improvement . 15
7 Practices of training curriculum design . 15
7.1 General. 15
7.2 Challenges faced during implementation . 15
7.3 Initiatives/practices/solutions (curriculum design) . 16
7.4 Results achieved . 19
7.5 Conclusions . 20
8 Practices of training implementation and monitoring . 20
8.1 Challenges faced during implementation . 20
8.2 Implementation practices . 21
8.3 Initiatives/practices/solutions . 21
8.4 Results achieved . 22
8.5 Conclusions . 22
9 Practices of assessment and improvement . 23
9.1 General. 23
9.2 Assessment practices . 23
9.3 Conclusions . 23
10 Resource assurance . 24
10.1 General. 24
iv
10.2 Challenges faced during implementation . 24
10.3 Initiatives/practices/solutions . 24
10.4 Results achieved . 25
10.5 Conclusions . 25
11 Practices of continuous improvement . 25
11.1 General. 26
11.2 Challenges faced during implementation . 26
11.3 Initiatives/practices/solutions . 26
11.4 Results achieved . 27
11.5 Conclusions . 27
Annex A (informative) Requirements for tourist information consultants . 28
Annex B (informative) Public service procedure at the Carmona TIO (use case 2) . 38
Bibliography . 44

v
Foreword
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This document was prepared by Technical Committee ISO/TC 228, Tourism and related services.
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vi
Introduction
With aDue to the rapidly expanding trend offor online and onsite tourism information services (TIS), more
and more an increasing number of Tourist Information Offices（ (TIOs）) have increased the begun raising
their requirements for staff inregarding the application of multimedia tools, data statistics, complex tourism -
related information and guidance, and even more globally in terms of language ability at the global level. In
order to implement and maintain good quality TIS, there are somea number of requirements and
recommendations for staff training tocan be met by TIS management organizations, providedas laid out in ISO
[1]
14785ISO 14785 , Clause 7.
As a methodology, The purpose of this document is to support TIS management organizations in
[1]
understanding how to apply the requirements and recommendations of ISO 14785 , Clause 7, through the
use of case studies of, which provide situational understanding and practical illustrations for the relevant
requirements and recommendations. Case studies for staff training can help TIS management organizations
to identify, clarify and achieve therelevant requirements and recommendations related to the goal of quality
TIS in ISO 14785 by providingsharing practical and effective solutions and effective experiences. By
understanding and referring to the use cases in this document, TIS management organizations can find out
thelearn about applicable practices and strategies, and apply them under similar circumstances to promote
and/or improve the quality of their TIS.
The purpose of this document is to support TIS management organizations to understand how to apply Clause
7 of ISO 14785 through case studies, by providing situational understanding and practical illustrations for the
relevant requirements and recommendations.

vii
Tourism and related services — Staff training of tourist information
services — Case studies
1 Scope
This document provides real use cases, situational understanding and practical solutions applicable to apply
[1]
the provisions concerning staff and training contents ofin ISO 14785ISO 14785 .
This document can be used as a reference and/or inspiration for tourism information services (TIS)
management organizations analysing and improving their TIS staff training and pursuing quality TIS by
[1]
applying through the application of ISO 14785ISO 14785 .
2 Normative references
There are no normative references in this document.
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 14785, Tourism and related services —Tourist information services — Requirements and recommendations
3 Terms and definitions
The Terms and definitions clause is a mandatory element of the text.
For rules on the drafting of the Terms and definitions, refer to the ISO/IEC Directives, Part 2:2018, Clause 16.
To insert a new terminological entry, go to the Structure tab and click on Insert Term entry.

For the purposes of this document, the following terms and definitions / terms and definitions given in ISO
14785ISO 14785 apply.
ISO and IEC maintain terminologicalterminology databases for use in standardization at the following
addresses:
— IEC Electropedia: available at http://www.electropedia.org/
— — ISO Online browsing platform: available at
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http://www.iso.org/obphttps://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
4 Methodology and overview of selected cases
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4.1 Methodology
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This document contains use cases taken from various countries with detailed descriptions of practices gleaned
from countries, for use in the possible creation of quality staff training offor TIS.
The practices of these highly acclaimed cases were collected and determined their relevance to staff and
training related elements of ISO 14785, Clause 7.
[1]
The linkagesrelationships between elements from ISO 14785 and the related elements from ISO 14785 and
practices outlined in the practices ofuse cases in this document are identified in Table 1 .
Table 1 — Relationship between related elements, from ISO 14785 and use cases and practices and
ISO 14785
Element ISO 14785 Case 1 Case 2 Case 3
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Training needs 7.2 a）) 1-1 2-1 3-1
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analysis
Training target 7.1, concerning different job positions at the 1-2 2-2 3-2
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audience TIS.
Training curriculum 1-3 2-3 3-3
7.2 c）) and 7.2 from 1）) to g）)
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design
Training 7.2 Training shall be offered periodically, 1-4 2-4 3-4
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implementation and according to the needs.This training shall be
monitoring documented within a plan.
Familiarization tours for TI0 staff, visiting
Assessment and 1-5 2-5 3-5
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tourist and service provider sites, visiting
improvement
other tourist information offices and
Resource assurance 1-6 2-6 3-6
mentoring can be helpful.
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Training activities shall be recorded and their
Continuous 1-7 2-7 3-7
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effectiveness shall be assessed.7.2
improvement of
training
4.2 Overview of selected use cases
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An overview of the selected use cases is shown in Table 2 .
Table 2 — Overview of use cases
No. Country Overview
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CaseUse case China CaseUse case 1 represents Hangzhou’s largest Tourist Information Office (TIO)
1 and is one of the 20 key social welfare initiatives launched by the Hangzhou
Municipal Government to advance the city’s tourism internationalization. Since its
inception in 2004, the TIO has served over 1.,5 million domestic and international
tourists, distributed more than 2 million travel brochures, and established a
comprehensive network of tourism consultation outlets. These outlets are
strategically located in major transportation hubs, popular scenic spots, and
central commercial districts, operating under the unified Hangzhou Tourism
Service Hotline “96123.” Complemented by the e-commerce platform
www.96123.com as its digital extension, the TIO has developed a multifunctional
and integrated tourism consultation, promotion, and service network, adhering to
the principle of convenience and public benefit.
Currently, the TIO operates 6 sub-TIOs in Hangzhou’s districts, offering tourists
and residents comprehensive assistance with dining, accommodation,
transportation, attractions, entertainment, and shopping, as well as access to
Hangzhou travel guides. In 2021, the TIO embarked on a digital transformation of
its consultation points. Leveraging the online system developed by the Municipal
Bureau of Culture and Tourism—, integrated with the Urban Brain Cultural and
Tourism System—, the TIO combines offline spatial interaction with expanded
scenario applications. Through the “Hangzhou Digital Tourism” mini-
programprogramme, users can now scan a single QR code or access a unified
No. Country Overview
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interface to obtain information, services, and public products. This digitization
has enhanced the intelligence and efficiency of tourism consultation services,
significantly improving tourists' satisfaction.
CaseUse case Spain CaseUse case 2 isrepresents a Tourist Information Office (TIO) established in
2 April 1995 at the ‘"Casa de los Talabarteros’Talabarteros" in Plaza de San
Fernando (HarmonicaCarmona, Spain). On World Tourism Day (September 27,
1996), it relocated to its current location -, the Alcázar de la Puerta de Sevilla, a
monumental gateway that has served as Carmona’s entrance for over 3, 000
years.
This municipally-owned building falls under the jurisdiction of Carmona City
Council’s Tourism Delegation and is managed by the public company SODECAR,
S.A. (as approved on September 14, 1994). As part of the Municipal Tourist
Reception Center, the TIO benefits from its strategic placement adjacent to one of
the city’s most iconic landmarks. This prime location within Carmona’s most
valuable heritage site significantly enhances the office’s visibility and reinforces
the destination’s image.
The TIO’s mission is to provide professional, high-quality tourist services while
promoting Carmona’s rich history and cultural heritage, with particular emphasis
on its artistic, religious, landscape,-related and ethnographic values preserved
through generations.
CaseUse case Italy TheUse case study selected presents3 represents the experience of Appennino
3 Slow, a network of TIS operating in the Apennine area of Bologna, Italy. This
model is rooted in close cooperation with the Metropolitan City of Bologna and
represents an integrated, sustainable, and progressive approach to the
professional training of tourism personnel.
5 Practices of training needs analysis
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5.1 General
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[1]
ISO 14785ISO 14785 ,, 7.2 specifies that the, requires training shallto be offered periodically, according to
the needs. This practice describes an ecological model of training needs analysis (TNA) encapsulated in four
aspects: challenges, initiatives/practices/solutions, results, remaining issues or areas.
Training needs analysis (TNA) serves as the foundation for effective TIO personnel training in Hangzhou. (use
case 1). The process aligns with strategic human resource development, integrating organizational goals with
employee development.
In Carmona, (use case 2), comprehensive initial training for new staff is essential to ensure high-quality tourist
services and maximize team efficiency.
5.2 Overview
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The training programTraining programmes for TIO staff isare designed to ensure the consistent development
of professional competencies required to deliver high-quality information and consultation services to
domestic and international tourists. The program aimsprogrammes aim to align with international best
practices, national tourism development goals, and the evolving needs of travellers in the digital age.
In Hangzhou, (use case 1), TIO personnel training involves a three-tiered approach:
— organizational analysis (assessing Hangzhou’s tourism strategy), and
— task analysis (evaluating job-specific requirements),
— individual analysis (identifying employee competencies and gaps).
This ensures that training supports Hangzhou’s vision of becoming a world-class tourism destination.
In Carmona, (use case 2), the training programprogramme focuses on:
a) organizational familiarization: understanding the organizational structure, corporate philosophy, and
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ongoing projects;
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b) role competencies: mastering job functions, responsibilities, and service protocols;
c) operational skills: developing service techniques, sales methodologies, and demand data recording;
d) safety fundamentals: learning basic safety measures and procedures.
Additionally, the programprogramme emphasizes destination knowledge enhancement, ensuring staff are
well-versed in Carmona’s primary tourism offerings.
5.3 Challenges faced during implementation
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The implementation of training programs for TIO staff faces aA range of challenges that vary across countries
and regions can arise in the implementation of training programmes for TIO staff. These challenges often stem
from the dynamic nature of the tourism sector, diverse stakeholder expectations, legal and cultural
considerations, and limitations of traditional training needs assessment (TNA) methods. The following
examples (see Table 3) illustrate common obstacles encountered during implementation, highlighting the
need for adaptive, context-sensitive training strategies.

Table 3 — Examples of challenges faced during implementation
Country (Regionregion) Challenges faced during implementation
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— A key challenge is the misalignmentMisalignment between organizational, task,-
China（ (Hangzhou）) Formatted: List Continue 1 (-), Bulleted + Level: 1 +
related and individual needs, often resulting in overlapping or conflicting demands.
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Additionally, traditional TNA methods (e.g. surveys and interviews) struggle to
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capture the dynamic needs of a rapidly evolving tourism sector, particularly with
seasonal fluctuations and emerging tourist expectations.
— Diverse needs reconciliation: Balancingbalancing organizational goals, specific job
requirements, and individual competencies is complex, as these levels often have
conflicting priorities.
— Dynamic industry changes: The rapidly evolving tourism industry, driven by
shifting tourist expectations and technological advancements, requires frequent
updates to the TNA.
— Differences in the prior knowledge levels of staff; .
Spain（ (Carmona）)
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— Dynamic nature of the activity; .
— Need for multilingual support.
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— The challenges faced during implementation include a lagLag in digital skills,
Italy
inadequate.
(Bologna)
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Country (Regionregion) Challenges faced during implementation
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— Inadequate preparation for emergency cases, and weak.
— Weak narrative or storytelling around the territory.
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5.4 Initiatives/practices/solutions
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5.4.1 General
To address the diverse challenges encountered during the implementation of training programsprogrammes
in TIOTIOs, various countries and regions have adopted innovative and context-specific approaches. These
initiatives aim to enhance the relevance, flexibility, and effectiveness of training through strategic alignment,
competency-based frameworks, stakeholder engagement, and the integration of digital tools. The following
examples in this subclause illustrate practical solutions that have been successfully applied to ensure that
training remains responsive to evolving sector demands and local priorities.
5.4.2 Use case 1: China (Hangzhou)
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Hangzhou employs a strategic TNA approach, detailed below, integrating modern techniques like competency
-based models and performance consulting. For instance, the TIO conducts in-depth organizational analysis
to align training with Hangzhou’s tourism strategy, such as promoting cultural heritage and sustainable
tourism. Task analysis focuses on front-line skills (e.g. tourist guidance and emergency handling), while
individual analysis uses employee feedback to tailor training. Advanced tools, such as psychological profiling
and detailed questionnaires, enhance the depth of needs assessment.
— Three-Tieredtiered approach: Thethe TIO employs a structured TNA at three levels:
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— Organizational Analysis: Alignsorganizational analysis: aligns training with strategic objectives, such
as promoting Hangzhou’s cultural heritage.;
— Task Analysis: Identifiestask analysis: identifies role-specific skills, like tourist guidance or
information dissemination.;
— Individual Analysis: Assessesindividual analysis: assesses employee competencies through
performance reviews and feedback.
— Strategic orientation: Trainingtraining is designed to support long-term organizational goals and
employee growth, incorporating advanced methods like competency-based models and performance
consulting.
— Employee-driven needs analysis: Thethe employee-driven needs assessment programprogramme builds
complete cycle from diagnosis to decision-making. Its structured workflow systematically converts front-
line staff feedback into actionable training plans, boosting both programprogramme acceptance and
learner engagement. Ultimately, this drives standardized service delivery and strengthens the
destination’s competitive edge through competency-aligned skill development (see Table 4 ).).
Table 4 — Employee-driven needs assessment
Steps Content Specific practices
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1 Assess the status quo How are we doing?
2 Future expectations What does success look like?
3 Gather information Who? What? How?
Steps Content Specific practices
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4 Organize and analyse Expectations, descriptions of the status quo, definitional issues.
5 Results published Content aspect, publication object, publication tool, publication
skill.
6 Make decisions Are training courses held? Designate a person in charge and set the
work schedule.
5.4.3 Use case 2: Spain (Carmona)
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Carmona has implemented the following measures to enhance training and tourist services:.
— Structured training materials: Thethe content is divided into a basic welcome manual with supplementary
annexes for easierto facilitate assimilation and is updated periodically.
— Multilingual support: Trainingtraining materials are translated into English for foreign staff, while public-
facing resources include printed materials in five languages and audio guides in four languages for key
attractions.
— Practical learning: Staffstaff participate in guided tours of the destination, conducted in both Spanish and
English.
5.4.4 Use case 3: Italy (Bologna)
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Bologna (Appennino Slow) has implemented the following measures to enhance training and tourist services:.
— Periodic feedback collection from internal staff；.
— Ongoing collaboration with local destination management organisation (DMO；).
— Triangulation of identified training needs from staff surveys, customer relationship management (CRM)
data and tourist trends.
5.5 Results achieved
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The implementation of targeted training programsprogrammes in TIO has led to measurable improvements
in service quality, staff performance, and organizational alignment. Across different national contexts, these
initiatives have contributed to enhanced visitor satisfaction, strengthened cultural competency, improved
internal coordination, and increased adaptability to evolving industry demands. The following examples (see
Table 5) illustrate the positive outcomes observed in various regions, demonstrating the value of structured
and context-responsive training approaches.

Table 5
— Results achieved
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Country (Regionregion) Remaining issues or areas for future improvement
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— The strategic TNA has enabled Hangzhou’s TIO to designDesigning of targeted
China（ (Hangzhou）) Formatted: List Continue 1 (-), Bulleted + Level: 1 +
training programsprogrammes that address specific gaps, such as improving
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staff’sthe cultural knowledge and service skillsskill of staff. This has strengthened
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alignment between training outcomes and the city’s tourism goals, boosting visitor
satisfaction and operational efficiency.
Country (Regionregion) Remaining issues or areas for future improvement
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— Improved knowledge of the organizational structure, philosophy, and main projects
Spain（ (Carmona）) Formatted: Bulleted + Level: 1 + Aligned at: 0 cm +
of the organization, as well as job functions and responsibilities.
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— Enhanced service skills, and skills in terms of sales techniques, demand data
registration, and basic safety measures.
— Better integration of staff into the work team.
— Foundational level storytelling and marketing of the local destination；.
Italy Formatted: Bulleted + Level: 1 + Aligned at: 0 cm +
Indent at: 0 cm
(Bologna)
— Greater digital literacy and emergency preparedness；.
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— Greater staff involvement in training；.
5.6 Remaining issues or areas for future improvement
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While significant progress has been made in enhancing training programsprogrammes for TIO staff, several
challenges and areas for further development remain. These include the need for more responsive and data-
driven training needs assessment (TNA)TNA methods, broader integration of digital tools, and greater
inclusivity in training content and delivery. Addressing these issues will be essential to ensurein ensuring that
training remains relevant, equitable, and aligned with the evolving demands of the tourism sector. The
following examples (see Table 6 )) highlight current gaps and future directions identified in various regions.
Table 6
— Remaining issues or areas for future improvement
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Country (Regionregion) Remaining issues or areas for future improvement
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— The accuracy of TNA remains limited by outdated survey tools and insufficient real-
China（ (Hangzhou）) Formatted: Bulleted + Level: 1 + Aligned at: 0 cm +
time data on tourist demands. Future improvements could include adopting digital
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analytics (e.g. tourist feedback via apps) and refining competency models to reflect
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emerging trends like digital tourism.
— Real-Time Data Integration: IncorporatingReal-time data integration: incorporating
live tourist feedback and industry trends could enhance the responsiveness of the
TNA.
— Inclusivity: Ensuringensuring the analysis fully captures the needs of all personnel,
including support staff, remains a challenge.
— Integration of new technology-based tools in the training process, such as tutorial
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Spain（ (Carmona）)
videos and e-learning platforms.
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— Expansion of language options in training materials.
— More needNeed for more data-driven personalization；.
Italy Formatted: Bulleted + Level: 1 + Aligned at: 0 cm +
Indent at: 0 cm
(Bologna)
— MoreNeed for more integration of accessibility content.
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6 Practices of training target audience
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6.1 General
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[1]
ISO 14785ISO 14785 , 7.2 specifies that the, requires training shallto be offered periodically. This practice
describes an ecological model of training target audience encapsulated in four aspects: challenges,
initiatives/practices/solutions, results, remaining issues or areas.
6.2 Overview
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The target audience for TIO training in Hangzhou includes front-line staff (including full-time staff, university
interns, volunteers, seconded personnel from partner organizations, and temporary hires, etc.), mid-level
supervisors, and senior managers, each with distinct roles in tourism service delivery. Front-line staff handle
direct tourist interactions, supervisors manage operations, and senior leaders shape strategic direction,
necessitating differentiated training focuses.
The regular team of Carmona TIO consists of 1 municipal tourism deleg
...